For example, consider this problem statement (i.e., where certain users need to do something because of some compelling insight): The danger is that someone can mis-frame the design challenge so it prompts the team to waste time, effort and resources on an inaccurate description. A key ingredient is a good, solid problem statement, the wording of which must be balanced. Only when you and your team have a well-rounded understanding of what your users would love to have in a solution can you proceed with the least amount of bias. Whatever your design process (e.g., design thinking), it’s vital to go in with an open mind and define the problem accurately. One wrong word when describing (e.g.) users’ needs can push people onto the wrong train of thought. What makes anchoring so challenging is that, as a bias, it can be extremely hard to notice. The danger of anchoring is it leads to fixation and people being trapped in a set way of seeing an issue. © Yu Siang and Interaction Design Foundation, CC BY-SA 3.0 Anchoring Shoves Minds inside a Box The 2500-meter mark suggests a bigger number So, instead of serving as a guideline, the scale was misleading. Had anchoring not occurred, they would’ve been free to consider the tower’s height in absolute terms and try for a good guess, rather than think in terms relative to someone else’s viewpoint. In this example, many respondents grossly overestimated the tower’s height – simply because the larger scale anchored their view of an acceptable answer. We can see how wrong such conclusions can be in an example where people were asked to estimate the Eiffel Tower’s height using scales which acted as anchors. The offered values (e.g., quantity, measurements), by which:įraming with larger values will prompt respondents to think big (e.g., estimate with larger numbers).įraming with smaller values will prompt them to think small (e.g., estimate with smaller numbers).Į.g., soft qualifier terms such as “just roughly” help respondents feel more confident about what are actually inaccurate answers. Anchoring occurs when someone introduces a piece of information that will influence everyone regarding how they judge further bits of information, thereby leading them to jump to conclusions. However, anchoring can also occur unintentionally and derail successful ideation for design teams by causing people to accept distorted views. When designers apply it, they take advantage of users’ inability to make wholly critical judgments in the moment, and so prompt them towards actions that should be desirable for both the users and the brand. Anchoring is often used in user experience (UX) design. It’s also an age-old marketing strategy-appearing in everything from restaurant menus to car showrooms-that encourages customers to pick items because they’re a “good deal” compared with the most expensive offering (the anchor). Parents who ask their children “How often do you want to tidy your room: every day or every other day?” can appreciate its value. Used intentionally, anchoring (also called priming or focalism) can be an effective technique. Daniel Kahneman, Psychologist and economist noted for his work on the psychology of judgment and decision-making as well as behavioral economics Anchoring means Shaping Selections We’re not designed to know how little we know.” We have very little idea of how little we know.
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